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| Criterion |  Operations Kaizen Event |  Product Discovery Outcome-Driven Innovation |  Operations ALPEN Method |  Operations Gemba Walk |
|---|---|---|---|---|
Purposedifferent | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | Outcome-Driven Innovation clarifies customer problems, solution opportunities, and evidence. It separates jobs, desired outcomes, importance, satisfaction, and opportunity, and captures results as desired outcome statements, an opportunity landscape, and segments by underserved needs. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 0.5-5 Tage | Mehrere Wochen | 10-20 min daily | 30-120 min |
Participantsdifferent | 4-10 | 2-6 researchers plus sample | 1 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Daily Plan, Time Estimates, Review Notes | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanContinuous improvementOperations | OutcomesInnovationResearchQuantitative | PlanningTime managementProductivityOperations | LeanObservationProcessOperations |